Executive Summary The supermarket industry is inconstant change as multiple players battle to gain market shares, making it ahighly competitive environment. My research is focused on information found onthe internet and more specifically in articles as well as financial reports.Supermarkets keep expanding and now focus on differentiation to appeal tocustomers and grasp a wider part of the population. The supermarket I chose is Lidl, a German supermarket belonging to the Schwarz Group and implemented since 1973 and present in 30 countries with a total of $85.7 billion in global sales in 2016. I specifically chose to focus on the UK market as Lidl has gained a significant amount of market share recently, and is challenging superstores like Tesco and Sainsbury with its discounted characteristic. The supermarket is known for its low prices, and faces the challenge of proving to consumers that cheap prices do not mean bad quality.This assignment will focus on themacro and micro environment of the company as well as the advantages and the strategiesto tackle the challenges it faces. It will also provide recommendations on howit can improve its operations to gain more market share without giving up onits discounted business model.IntroductionIn our globalized world, it isbecoming more and more challenging for companies to differentiate and offer anexclusive experience. Due to fierce competition, the grocery industry is seeingmultiple new initiatives from players.The grocery sector is anoligopolistic environment and the main aim of each player is gaining marketshare and providing unique and excellent services to consumers in the hope ofcaptivating loyal customers despite the low switching costs they face. In the UK, low-cost retailers suchas Lidl have entered the market and now accelerated their growth leading to theturmoil of established supermarkets such as Tesco. After a recession, people turned towardsdiscounters increasingly, causing disruption in the industry. Rises in priceshave not caused a drop in quantity but did influence the consumers to turn tocheaper alternatives. Today, Lidl has 650 stores in the UK with 10 distributioncentres and employs 20,000 people. It is slowly detaching from the initial goalof aggressive pricing and wishes to increase its sales by targeting price-sensitiveshoppers and tackling the low quality etiquette they have in consumers minds byfocusing on their new quality standards, demonstrated by their Grocer of theYear award in 2015.Lidls Macro-EnvironmentUK market The market value of grocery retailin the UK is expected to rise from £163.8billion to a forecasted £196.9 billion between 2011 and 2021. This underlinesthe importance of this sector and how it is experiencing continual growth. (Statista, 2017) Furthermore, according to figures from Kantar Worldpanel,the Big 4 (Tesco, Sainsburys, Asda and Morrisons) have lost some of theirmarket shares in 2016 while discounters have gained. Lidl has been the fastest growing supermarket with thehighest rate of change between last year and this year, again showing thatthere is an opportunity for growth and Lidl should embrace it. (Appendix 2). In fact, IGD hasforecasted that by 2022 one in every £7 will be spent at a discounterinstead of one out of £9 in 2017. Thus, increasing their value from £20.1 billion to £30.1 billion (Appendix 1). Also, Lidl sales in the UK haveplummeted since 2010, they increased from $2.9 billion to $5.66 billion in 2015and are forecasted to reach $8.15 billion in 2020. (Appendix 4) These forecasts are beneficial forLidl as they present an optimistic view for the future and confirm that Lidlshould focus on developing strategies to make them a reality as their currentposition provides the conditions to expand.Lidl has now a market share of 5.1%while it was at 3.5% in March 2015. (Appendix 3) Lidl has elaborated a strategy which has led to anincrease in its shares and enabled it to grow and become a threat to not onlyother discounters but also to established supermarkets as four in five (79%) shoppers say they have visited avariety discounter for some of their grocery shopping in the last month, whiletwo-thirds (62%) say they used a food discounter according to JoanneDenney-Finch, Chief Executive of IGD.PESTEL AnalysisPolitical and EconomicIncomes and government policiesaffect a persons disposable income which directly affects the amount of moneyspent on groceries. The economic crisis has affected consumers and left themwith less income to spend, however as it is a necessity, people continue to buydespite a rise in prices. Consumerspending from 2012 to 2017 has been relatively constant, varying around £20,000 million. (Appendix 5) This reinforcesthe idea that despite difficult times, spending on food is constant, what mightchange is the consumers choice regarding the supermarket.It is a trend that a rise in prices,or even a recession leads to people turning to cheaper alternatives enablingdiscounters to see their market share become more significant. (The Guardian, 2010/ Wood, Z)??Recent events in UK politics such asBrexit may lead to discounters facing a new challenge as a fall in the poundcan lead to a rise in prices. (The Telegraph, 2016/ Armstrong. A) This can influence Lidl asit sources a wide proportion, approximately 70% of its products in the UK,hence making them more expensive after Brexit. (Lidl website, 2017). With a weak pound and risingprices, discounters may find it hard to keep their price as low as they are. (The Financial Times, 2016/McClean P) On the other hand, Lidl will be lessimpacted by import tariffs, as it focuses on local products and will capturemore consumers as people will switch to cheap grocery shopping. Lidl stayspositive and responds to Brexit by keeping its original plan to invest 1.45billion pounds to expand in the UK by opening between 50 to 60 shops (The Telegraph, 2017/ Butler. S)Lidls response to Brexit displaysits capability to counteract changes in the environment in which it operates.Social Lidlis faced with the challenge to attract more customers and show all generationsthat their products bring value to them. Lidl had been focused on targetinglow-class consumers in the past decades, but is now turning towards middle andupper- middle class to develop and compete with other retailers. (The Telegraph, 2015/ Dan Hyde)It intends to change the perception consumers have and make their experiencememorable. To achieve this, it has: Put efforts in delivering healthier products,for instance it has removed artificial colours from a large number of theirlabel products. Also, they decided to remove own-label products containinghydrogenated fats.Taken the initiative to sustainably source wildfish and aims for a 100% of their fresh or frozen fish to be MSC (MarineStewardship Council) certified.Developed initiatives to offer vouchers toentertain families, these include free entries for kids to LEGOLAND, Sea lifeCentres, or even amusement parks.All these emphasize on Lidlsrelationship with its customers, its desire to appeal and demonstrate theirroles at a wider scale than just being a supermarket. Lidl has understood that the relationship andvalue it brings to consumers reinforce their brand image and reputation.TechnologicalLidl needs to focus on technological improvements tomaintain its place and market share. In fact, in 2017, Lidl has put in place acontract to build the largest regional distribution centre in Peterborough,754000 sq. ft. The particularity of this distribution consist of using thelatest energy efficient methods and zero-carbon technologies while creatingaround 500 jobs. (BirminghamPost, 2015/ Brown. G)However, it can be argued thatLidls investment in newest technologies is limited. Being a discounter, it hasto minimize its costs, thus making it too expensive to invest in technologies suchas self-scanning and implementing them in all their stores. More importantly,as mentioned later, the fact that Lidl does notoffer an online service in the UK, is a massive disadvantage as online shoppingis a method that is growing, it underlines Lidls lack of ability to trulyadapt to the trends in the environment. ( IGD, 2017/ Robert. L) EnvironmentConsumers are becoming more aware oftheir footprint, and sustainability has become a way for companies to differentiate.It is essential to develop initiatives to tackle environmental issues tocaptivate more consumers. Lidl is focusing on initiatives to benefit theenvironment and promote their message of A Better Tomorrow (Lidlwebsite, 2017), these include:Promoting reusable carrier bags and charging 5pfor each bag sold to donate and recycling around 40,000 tonnes of cardboard andplastic.Protecting the environment by investing in motionsensors and intelligent lighting systems in warehouses, staff areas as well asoffices to conserve energy and reduce consumption.Using efficient delivery procedures by focusingon optimal planning and usage of full capacity for every short or long-hauljourney. Concentrating on such initiativesenhances the brand image Lidl portrays and allows Lidl to insist on their valuesof responsibility and respect.However, on the other hand, Lidlneeds to keep its costs down to provide consumers with their value unit, cheapprices. Hence, it does not have the resources to invest in a vast amount ofgreen technologies and eco-friendly initiatives. This is underlined by the factthat it was ranked second most unethical supermarket, on a ranking based onenvironmental efficiency as well as product sustainability. (The Independent, 2016/Broomfield,M) This shows that despite its efforts,Lidl is not doing enough to get involved in sustainable behaviours, which thatmight affect the perception customers have of Lidl.LegalIn a fast-paced environment such as the groceryindustry, it is vital to be able to respond to laws and regulations to avoidnegative consequences and reputational costs.In this part, the GMB unions battlewith Lidl at Bridgend in South Wales can be mentioned. In fact, Lidl considersthat its employees are given support in the organisation, thus engaging inunions is unnecessary. This started a legal battle in August 2016 which waslost by Lidl, forcing the supermarket to allow hundreds of warehouse workerstheir right to union representation. (Morning Star, 2016/ Lazenby P)Thisindicates that Lidl encounters issues and is ready to respond to them and cometo a compromise when it is needed, in order to avoid reputational costs andnegative impacts.Lidls Micro-environment and StrategiesLidlalso needs to focus on internal forces which directly impact its strategies andsuccesses, as well as its ability to gain customers. Customers Customershave power in the sense that it is extremely easy for them to switch from onesupermarket to another without facing high switching costs. If the price islower in one place, customers adopt impulse buying approaches and will buy itthere. Often, consumers are not loyal to a brand but sensitive to aprice, small switching costs give them the opportunity to widen their choicesand makes it hard for retailers to have a constant customer base.Lidlis now focusing on repositioning by altering the image Lidl has in customersminds in order to attract a broader spectrum of shoppers. In fact, it no longerwishes to attract low-class people but also middle class without alienating itsexisting customers. This is slowly working as middle income families beganshopping at cheaper stores and the proportion of middle-class shopper has risenwhen Lidl introduced premium products such as lobster, smoked salmon and award-winningwines (The Guardian, 2016).??Lidlhas also developed an online community called MyLidl where consumers leavereviews on products they buy and on deals that Lidl offers. This enablesconsumers to talk to other consumers, thus increasing Lidls consumers andsales. (Lidl website, 2017) CompetitionThegrocery sector is flooded with competition as a significant number of retailersbattle on the same market, underlining the need to be innovative. Lidl being adiscounter supermarket faces an intense rivalry with Aldi, a German discounterpresent side to side with Lidl and who developed similar strategies. Aldipossesses a bigger market share in the UK, 6.7% compared to Lidls 5.1%. (Appendix 6)Onedifference, is the discount models they use. Aldi focuses on hard discounts,they sell a small number of products at a cheap price to increase profit inrelatively small stores. (The Financial Times, 2014/Felsted) On the other hand, Lidl adopts soft discounts, they sell a larger number of items,including branded products, at a lower price. To compete against Aldi, Lidlshould add an edge to their customerexperience in store either by reinforcing its customer service or by developingan online service.Nonetheless, Lidl also faces intensecompetition from supermarkets offering wider ranges of products and betterquality products such as Tesco, Sainsburys and even Marks and Spencer. Thesehave a bigger market share and higher sales because despite their higher pricesthey still acquire the sceptical consumers that will avoid Lidl products and choose to shop at moreprestigious supermarkets. Competition creates the potential tocreate price wars and these have the ability to disrupt the market as they makecustomer shift from one supermarket to another, a price war is negative forLidl as their competitors price drop, meaning that their competitive advantagediminishes. (UK BusinessInsider, 2016/ Smith. M)??SuppliersSupplier provide the products needed for Lidl tooperate, thus they are essential and relationship with these need to bemaintained. It is hard sometimes for Lidl to change suppliers as some do notwant their products in Lidl shops as they associate Lidl with cheap and lowquality. To keep its margins, Lidl emphasizes on bulk over brand and on priceover range. (MarketingWeek, 2017/ Vizard, S)Also, Lidl is trying to move away from the lowquality preconceptions, by shifting to local British products and building long-termrelationships with their suppliers. In fact, 70% of the products are fromBritish growers and suppliers. This enhances Lidls will to build strong tieswith suppliers with the aim to bring quality products to its consumers. Public Lidl has developed partnerships withcharities to enhance its image and contribute to the wellbeing of the localcommunity.National Society for the Prevention ofCruelty to Children (NSPCC): national charity that delivers workshops inschools to teach children about the issue of abuse and why they should speakup. Lidl aims to raise £3million for this partnership.Feed It Back Network: food redistributionprogramme to avoid waste and use surplus food to tackle food poverty. In March2017, Lidl signed a contract with Neighbourly, to prioritise the battle againstfood poverty over waste as approximately 7 million tonnes of food are thrownaway each year. (TheIndependent, 2017/ Cowburn. A) Keep Britain Tidy: brings active peopletogether to improve their local environment by reducing waste. The sales ofcarrier bags contribute and Lidl has already donated £5000,000. (Lidl website, 2017) These collaborations impact Lidls ability to create a new image of responsibility and aid in order to counteract the criticism on environmental and quality flaws they might receive. It manifests Lidls goal to become more than just a discounter.CompanyIn 2016, Lidl UKs CEO changed, Ronny Gottschlich decided to step down and Christian Härtnagel, 34 years old from Lidl Austria, was chosen to replace him. It seems that he was fired because of his reliance on marketing as a strategy which was becoming increasingly detached from the discounters model.It isthe second change of CEO in 3 years, underlining Lidls lack of consistencyregarding strategy. This needs to be addressed if Lidl intends to put all its effortsin growing and repositioning their brand by increasing their store and productportfolio. Härtnagel s mission is to continue Lidls increase in market share by targeting middle class as much as low class with new products such as prosecco but by keeping their low prices as the main focus as it is Lidls DNA (The Telegraph, 2017/Armstrong.A)Whenhe started, he precisely stated that he believes many people do not shop atLidl because access to their shops is not as easy as competitors. Hence, hewishes to invest at least £1.45billion in an aggressive roll out plan to openat least one shop a week. (TheTelegraph, 2017/Armstrong.A)?? (This is Money??) LidlUKs profit after tax between 2015 and 2016 has increased by 32%, (Appendix 7) deriving fromsuccessful strategies, however it is most likely that in 2017 such investmentswill lower profits, but long-term profitability is what Lidl is desires toachieve.Successful InitiativesA business model which permits them to achieve low costs, hence offering low prices. It enacts this by:Developing private label brands, cutting out the middleman and empowering Lidl with the control over prices and manufacturing costs.Providing a limited number of products by prioritizing price over range.Focusing on everyday items such as cereals rather than niche products, giving Lidl the ability to raise sales and attract customers. Investing in relatively small stores (20,000 sq. ft. with around 6 aisles), and cross training employees to reduce expenses.Presenting products in the boxes in which they are shipped, making restocking rapid and efficient while reducing costs. Lidldevelops such strategies to fulfil their promise of low prices to consumers andto keep offering affordable and quality approved products, in the hope ofcaptivating a bigger part of the market. (UK Business Insider, 2017/ Hanbury. M)Using marketing as a weapon to attract customers Lidls recent growth is partly due to their marketingenabling the brand to expose to customers what it stands for. Lidl has spent£78.3m in 2016 on advertising via radio, TV, press and outdoor, 89% higher thanin 2014 ( Campaign, 2016/Gwynn. S) Lidl uses advertising to tackle with preconception of lowquality and to target new customers. They aim to do this without forgetting andabandoning their discounter image as it gives them an edge compared tocompetitors.Their latest strapline Big on quality, Lidl on Pricebrings to life their brand and exposes their goals by reinforcing their qualitypositioning. (Europeansupermarket magazine, 2017)?? It was set up to introduce campaigns basedon comparing Lidl products to other equivalent items, highlighting their lowprices. Also, Lidl uses real life consumers to make sure that customers relateand identify themselves with Lidls current consumers. This is used by Lidl totarget every consumer regardless of their background and to turn doubters intoadvocates. For instance, Lidl worked on a campaign featuring real lifemums promoting Lidls Toujours nappies. The main aim was to give an accurate review on theproduct and show using the image of mums provokes an effect as what they arelooking for is ultimate comfort for their children.Finally,Lidl has started a collaboration with Heidi Klum to release a fashioncollection at highly competitive prices. The collection was launched on 18th ofSeptember 2017, and was a success with approximately 100 items sold everyminute around the country. (UK Business Insider, 2017/ Peterson.H) Ryan McDonnell,Commercial Director, Lidl UK states In such a competitive market place this isexactly the type of initiative that brings new customers flocking to ourstores. Showing Lidls wish to target new customers and show its effortsto become a provider of quality as well as value. This partnership highlightsLidls ambition to shake off its discounter tag and show its interest forinnovative projects to entertain consumers. (CNBC, 2017/ Thomas L) Their employment approachLidl desiresto raise the pay of 16,000 employees in order to be aligned with the LivingWage Foundation. This raise will cost £3.5 million and is a technique tomotivate workers and make them work with more passion as they are correctly rewarded. It shows commitment and in exchange, Lidl expectsthe same commitment from the employees (City A.M., 2017/ Cahill. H)RecommendationsOnline ServiceThe UK grocery industryis well established and extremely competitive, making it hard to findinnovative ways to differentiate from others. In spite of Lidls improvedposition in the market, it is necessary for Lidl to continue its expansion and promotestrategies to develop a wider customer base and a larger grasp on the industryby increasing its market share but also by maintaining it.In a world wheretechnology has taken over almost every action we do, it is necessary to targetcustomers also via technology. Lidl UK should reflect on developing an onlineshopping service to see a surge in the number of customers. Online shopping aswell as Click and Collect require capital but lead to long-termprofitability. (TheEconomist, 2017) Research has shown that40% of all British shoppers say they have already bought food online and 6 in10 say they are most likely to shop online (IGD, 2017). This underlines the importance andthe relevance of such a service to get an edge but also to remain incompetition with others already using it. Loyalty SchemeInthe UK, Lidl does not have any loyalty scheme as they believe their prices arealready incentives for buyers. However, in this industry, customers have a widerange of choices and gaining loyalty is a challenge. Creating a loyalty schemecan provide them with more recurring customers to prepare for a future which isuncertain, as a strong economy might make some Lidl consumer search for moreluxurious products in other supermarkets. Loyalty will be obtained if Lidlmanages to accommodate what buyers are looking for. Some shop at Lidl due to cheapprices but the average customer might choose Lidl occasionally, a loyaltyprogram furnishing advantages might make this average customer shop at Lidlmore. Lidlhas been growing and setting its place in the market despite challenges such ascritics for its unsustainable behaviours and difficulties in grasping a largenumber of customers due to the etiquette of low quality that people stillassociate to the supermarket. To reposition their brand and continue theirexpansion Lidl is focused on developing their stores and advertising as well asproducts and on offering quality products by keeping their prices low. To furtherexpand, Lidl should also get up to date with the technology around our dailylives by providing an online service as well as a loyalty scheme. Expansion andgrowth are important but keeping their market share and sustaining theircurrent position should be a core preoccupation.References Anon. (2016) Lidl Reports and Financial Statements [online] Available from: https://s3-eu-west-1.amazonaws.com/document-api-images/docs/6b8JXqckouPsN8QML2DidJzzDA0yFavhiJ-mTPUPEqg/application (Accessed 09 November 2017)Anon. (2017) Aldi and Lidl grow despite ignoring the internet [online] Availaible from: https://www.economist.com/news/business/21730638-it-hasnt-stopped-discount-grocers-thriving-aldi-and-lidl-grow-despite-ignoring (Accessed 09 November 2017)Anon. (2017) [online] Lidl Official Website [online] Available from: https://www.lidl.co.uk/en/index.htm (Accessed 09 November 2017) Armstrong, A. (2016), First Marmite, Next our Clothes? How Brexit is set to affect how we shop.[online] Available from: http://www.telegraph.co.uk/fashion/brands/first-marmite-next-our-clothes-how-brexit-is-set-to-affect-how-w/ (Accessed 09 November 2017)Armstrong, A. (2017) Lidl to add 60 new shops a year in ambitious £1.5bn UK expansion plan [online] Available from: http://www.telegraph.co.uk/business/2017/07/07/lidl-add-60-new-shops-year-ambitious-15bn-uk-expansion-plan/ (Accessed 09 November 2017) Broomfield, M. (2016) Least ethical British supermarkets named following French ban on stores throwing food away [online] Available from: http://www.independent.co.uk/environment/least-ethical-british-supermarkets-named-following-french-ban-on-stores-throwing-food-away-a6858936.html (Accessed 09 November 2017)Brown, G. (2015) Giant Lidl distribution hub to create 500 West Midlands jobs. 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(2015) Annual value of the grocery retail market in the United Kingdom (UK) from 2011 to 2021 (in billion GBP) [online] Available from: https://www.statista.com/statistics/611361/grocery-retail-market-value-in-the-united-kingdom-uk/ (Accessed 09 November 2017)Statista. (2016) Value of edible grocery sales for Lidl (Schwarz Group) in the United Kingdom (UK) from 2010 forecast to 2020 (in million US dollars) [online] Available from: https://www.statista.com/statistics/618267/edible-grocery-sales-forecast-for-lidl-united-kingdom-uk/ (Accessed 09 November 2017)Statista. (2017) Consumer spending on food in the United Kingdom from 1st quarter 2012 to 2nd quarter 2017 (in million GBP)[online] Available from: https://www.statista.com/statistics/289951/expenditure-on-food-in-the-united-kingdom-uk-since-quarterly/ (Accessed 09 November 2017)Steiner, R. (2016) We will keep opening shops and hire even more staff: Lidls new boss vows to keep up pressure on big supermarkets[online] Available from: http://www.thisismoney.co.uk/money/markets/article-3793297/Lidl-s-new-boss-vows-pressure-rival-grocers-opening-new-shops-hiring-staff.html (Accessed 09 November 2017)Thomas, L (2017) Lidl unveils a fashion deal with Heidi Klum as German grocer preps for US expansion [online] Available from: https://www.cnbc.com/2017/06/06/lidl-unveils-a-fashion-deal-with-heidi-klum-as-german-grocer-preps-for-us-expansion.html (Accessed 09 November 2017)Vizard, S. (2017) Lidl reveals Big on quality, Lidl on price strapline[online] Available from: https://www.marketingweek.com/2017/01/03/lidl-reveals-new-big-quality-lidl-price-tagline (Accessed 09 November 2017)Wood, Z (2010) UK Recession: winners and loosers [online] Available from: https://www.theguardian.com/business/2010/jan/26/uk-recession-winners-and-losers (Accessed 09 November 2017)AppendicesAppendix 1: Forecasted growth in value between 2017 and 2022. Source: IGD, global food and grocery expertsAppendix 2: Grocery Market Share change vs last yearSource: Kantar Worldpanel, 2017Appendix 3: Grocery Market Sharecomparison between 01/03/15 and 05/11/17Source: Kantar Worldpanel Appendix 4: Value of ediblegrocery sales for Lidl (Schwarz Group) in the UK from 2010 forecast to 2020 (inmillion US dollar)Source: StatistaAppendix 5: Consumer spending onfood in the UK from 1st quarter 2012 to 2nd quarter 2017(in million GBP) Source: Statista Appendix 6: Grocery Market Shareon 05/11/17Source: Kantar WorldpanelAppendix 7: Lidl UK FinancialStatement for year ended 29 February 2016Source: Lidl UK Get Help With Your AssignmentIf you need assistance with writing your assignment, our professional assignment writing service is here to help!Find out more
